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Yokohama Rubber's
Important Issues
4To Our Stakeholders and Investors

Yokohama Rubber addresses issues of stakeholder concern by sharing value among various group employees in order to improve the company’s value together as a team.

We improve our company value by growing business opportunities.

Yokohama Rubber’s goals as we approach our 100th anniversary (FY 2017)

Since 2006, the Yokohama Rubber Group has been working toward the achievements set out in our midium-term management plan, Grand Design 100 (GD100),*1 with the financial goals of one trillion yen in sales, 100 billion yen in operating profit, and a 10% operating profit ratio by FY 2017. GD100 is divided into 4 phases of 3 years each, and FY 2014 was the last year of phase III, which began in FY 2012. Phase III set a financial goal of 1.8 trillion yen in sales, 150 billion yen in operating profit, and an 8.3% operating profit ratio for total of 3 years. By the end of phase III, we had achieved 1.7866 trillion yen in sales, 165.4 billion yen in operating profit, and a 9.3% operating profit ratio. Beginning in FY 2015 we entered phase IV, with FY 2017 as the final year, marking the completion of GD100 and the first step towards our next 100 years of growth. We set the theme of "Consolidating YOKOHAMA’s potential to pioneer the next 100 years" for phase IV, in which we will solve unfinished business issues and will work on the 3 years of phase IV by bringing all of our potential together, including improving sales, technical and financial potentials, and operational efficiency.
In promoting global business expansion, one of the goals outlined in the GD100 business strategy, we will have many opportunities to entrust each employee with various decisions regarding daily operations, such as how to deal with cultural and value differences in regions where we expand our business, and how to respond to ever-changing and everexpanding social requirements. We therefore revised the "Yokohama Rubber Group Action Guideline" to make it more authoritative regarding employees’ actions and decisions, which are becoming increasingly diverse. We will distribute the code of conduct, which includes the content of the UN Global Compact*2 and ISO26000,*3 to all employees at all offices and production sites. We will improve our corporate value based on the idea that we must be a socially trusted company in order to achieve the goals of GD100.

*1 Medium-term Management Plan (GD100) :
Grand Design 100 is the name of the medium-term management plan launched by the Yokohama Group in fiscal 2006. The 12-year plan spans until fiscal 2017 when the company will celebrate its 100th anniversary and comprises four phases. Fiscal 2015 to fiscal 2017 is Phase 4, the final phase of the plan.

*2 UN Global Compact :
A voluntary initiative in which companies participate in a worldwide framework for realizing a sustainable society by taking action as a good corporate citizen through creative and responsible leadership.

*3 ISO26000 :
A set of guidelines created by the International Standards Organization (ISO) on the social responsibilities of companies and other organizations.

Message from a staff member
Yuichiro Chigira Corporate Compliance Dept.

Our CSR*4 started from environmental protection and has grown to become a CSR operation based on ISO26000, the GRI guidelines*4 for disclosure, and the acceptance of the UN Global Compact, with global standards always in mind. We have come to recognize the importance of CSR through encouragement from our top executives to understand "CSR" as "society’s trust in us" instead of "our social responsibility," safety and health activities on-site, compliance*6 activities, the Forever Forest Project, and biodiversity conservation activities. Now we will promote and share the value of "winning unshakeable credibility from society" as a whole group, based on the new code of conduct.

Yuichiro Chigira
Corporate Compliance Dept.

*4 CSR :
An acronym for corporate social responsibility. At Yokohama Rubber, we view CSR - as the trust placed in a company by society. Toward that end, we are working to build a trusted identity as a contributing member of the global community.

*5 GRI Guidelines :
International guidelines on sustainability reporting for organizations.

*6 Compliance :
The act of abiding by laws, regulations, and social norms.

Manager of Yokohama Corporation of North America (tire business controlling company in North America)
YCNA Senior Director, HR Ms.Stephanie Beaulac

Yokohama Tire Corporation (tire sales company) has set and used the code of conduct by sharing it with employees via our internal network system. It is important for the code of conduct governing the entire Yokohama Rubber Group to address reporting misconducts and infringement, workplace safety, and privacy and information management, in consideration of the description of our business, corporate culture, and expectations of employees, as well as to specify applicable laws and regulations. It may be also efficient to add items that reflect the characteristic features of each group company. I think it will be necessary to develop human resources to work on the promotion and adoption of the code of conduct.

Ms.Stephanie Beaulac
YCNA Senior Director, HR